GFG – Integrated Report 2025

⌂

‌PAGE 3 PAGE 12 PAGE 18

A HISTORY SUPPORTS US, A FUTURE AWAITS US

INTRODUCTION

• Letter from the Chairman

• Who we are

• What we present

• 120 years of evolution

• One team

• Materiality Process

• How we create value

  CORPORATE GOVERNANCE

  • Grupo Galicia Board of Directors

  • Leadership in management

  • Strategic direction

  • Committees

  • Directories of our companies

    INTEGRATED MANAGEMENT OF RISKS

  • Internal risk control

  • Ethics, transparency and anti-corruption

    PAGE 22 PAGE 25 PAGE 30 PAGE 43

    CONTEXT WHERE THE GROUP OPERATES

    • The economy

    • The financial system

    • Perspectives, opportunities and risks

      FINANCIAL CAPITAL

    • Economic performance

    • Share capital

    • Regulatory capital

      INDUSTRIAL AND INTELLECTUAL CAPITAL

      • Our business model

      • Customer experience

      • Market presence

      • Sustainable financing

      • Cybersecurity

        HUMAN CAPITAL

      • Our team in numbers

      • Culture and way of working

      • Talent strategy

      • Diversity strategy

        PAGE 55 PAGE 71 PAGE 82 PAGE 108

        SOCIAL CAPITAL

        • Contribution model social of the Group

        • Local development

        • Value chain management

        • Education and inclusion financial

          NATURAL CAPITAL

      • Climate action

      • Critical resource management

      • Risk analysis environmental and social

INFORMATION

• GRI Content Index

• SASB Table of Contents

• Commission Report Supervisor

• PwC Verification Report

• Corporate Governance Code

• Scope of Annual Report

  FINANCIAL STATEMENTS

  • Financial statements consolidated

  • Financial statements separated

GALICIA GROUP | INTEGRATED REPORT 2025 = 2

⌂

‌ANNUAL INTEGRATED REPORT

ENVIRONMENTAL, SOCIAL AND GOVERNANCE PERFORMANCE

2025

IMPROVE EVERYDAY

LIFE OF MORE PEOPLE

We are the largest financial platform in Argentina and we work to promote the well-being and progress of people, businesses and communities.

Through our companies, we drive opportunities that promote the country's growth, combining simple, innovative, and sustainable solutions.

We believe that economic development is based on the generation of long-term social and environmental value.

GALICIA GROUP | INTEGRATED REPORT 2025 = 3

2-22 ⌂

LETTER FROM THE CHAIRMAN

DEAR SHAREHOLDERS:

I AM PLEASED TO ADDRESS YOU TO PRESENT THE INTEGRATED REPORT CORRESPONDING TO THE 27TH FISCAL YEAR, CLOSED ON DECEMBER 31, 2025, IN WHICH GRUPO GALICIA COMMUNICATES THE MAIN RESULTS OF ITS ECONOMIC, SOCIAL AND ENVIRONMENTAL MANAGEMENT.

THROUGHOUT 2025, THE INTERNATIONAL CONTEXT CONTINUED ITS TRANSITION, WITH LOWER INFLATIONARY PRESSURES IN MAJOR ECONOMIES, ALTHOUGH FINANCIAL CONDITIONS REMAINED DEMANDING, GEOPOLITICAL TENSIONS PERSISTED, AND GLOBAL TRADE REMAINED SLOW. THIS SCENARIO IMPACTED THE COST OF FINANCING, CAPITAL FLOWS, AND COMMODITY PRICES, INFLUENCING THE PERFORMANCE OF EMERGING ECONOMIES, PARTICULARLY ARGENTINA.

AT THE LOCAL LEVEL, THE ARGENTINE ECONOMY PROGRESSED THROUGH A STABILIZATION PROCESS CHARACTERIZED BY A MARKED SLOWDOWN IN INFLATION, THE IMPLEMENTATION OF A MANAGED DEVALUATION REGIME, AND ECONOMIC GROWTH OF AROUND 4%, ALTHOUGH UNEVEN ACROSS SECTORS. THE YEAR ENDED WITH FISCAL AND TRADE SURPLUSES AND INFLATION OF 31.5%. THIS PERFORMANCE WAS HEAVILY INFLUENCED BY THE POLITICAL AND ELECTORAL AGENDA, WITH MIDTERM ELECTIONS IN THE PROVINCE OF BUENOS AIRES AND NATIONAL ELECTIONS TOWARD THE LAST QUARTER OF THE YEAR.

THE CONTRACTION IN CONSUMPTION, THE RESTRUCTURING OF RELATIVE PRICES, AND MACROECONOMIC VOLATILITY GENERATED PRESSURES ON REAL ACTIVITY AND THE DEMAND FOR FINANCIAL SERVICES, NEGATIVELY IMPACTING PORTFOLIO QUALITY. HOWEVER, PROGRESS WAS MADE TOWARD A MORE PREDICTABLE MACROECONOMIC FRAMEWORK, WITH STRONGER NOMINAL ANCHORS AND MORE FAVORABLE CONDITIONS FOR A FUTURE CREDIT RECOVERY.

IN THIS CONTEXT, GRUPO GALICIA 'S BUSINESS PERFORMANCE REFLECTED BOTH THE CHALLENGES OF THE EXTERNAL ENVIRONMENT AND THOSE STEMMING FROM THE INTEGRATION WITH GALICIA MÁS (FORMERLY HSBC), WHOSE MERGER WAS COMPLETED IN JUNE 2025 WITH VERY POSITIVE COMMERCIAL, OPERATIONAL, AND TECHNOLOGICAL RESULTS. DURING THE YEAR, THE GROUP RECORDED SIGNIFICANT REAL GROWTH IN ITS LOAN PORTFOLIO, WITH A CONSOLIDATED YEAR-ON-YEAR INCREASE OF 23%, FOR BOTH PERSONAL AND CORPORATE LOANS. THIS GROWTH OCCURRED ALONGSIDE A DETERIORATION IN CREDIT QUALITY, PRIMARILY IN THE PERSONAL LOAN SEGMENT, WHERE NON-PERFORMING LOANS REACHED 8.2% AT YEAR-END.

THE EXPANSION STRENGTHENED THE GROUP'S POSITION IN THE ARGENTINE FINANCIAL SYSTEM: ITS SHARE OF LOANS TO THE PRIVATE SECTOR REACHED APPROXIMATELY 14.3% AND

DEPOSITS GREW BY 16.2%, SOLIDIFYING GALICIA 'S POSITION AS THE COUNTRY'S LEADING PRIVATE BANK. THE BANK SURPASSED 5 MILLION CUSTOMERS, WITH 316 BRANCHES AND OVER 6,000 EMPLOYEES. AT THE GROUP LEVEL, WE HAVE 10,000 EMPLOYEES AND 432 BRANCHES, CONSOLIDATING OUR POSITION AS ARGENTINA'S LEADING FINANCIAL PLATFORM.

IN TERMS OF RESULTS, 2025 SHOWED MODERATE PERFORMANCE, WITH A REASONABLE FIRST HALF OF THE YEAR AND A SECOND HALF AFFECTED BY POLITICAL UNCERTAINTY, INCREASED FUNDING COSTS, LOWER INCOME FROM GOVERNMENT SECURITIES, AND HIGHER BAD DEBT CHARGES. THE REAL ROE FOR THE YEAR WAS 2.5% (4.2% EXCLUDING EXTRAORDINARY EXPENSES ASSOCIATED WITH THE MERGER). THE GROUP'S CUMULATIVE NET INCOME TOTALED $196,134 MILLION AT CONSTANT CURRENCY. FOR 2026, WE EXPECT A GRADUAL IMPROVEMENT IN PROFITABILITY, IN A MORE STABLE MACROECONOMIC ENVIRONMENT.

FROM A STRATEGIC PERSPECTIVE, SUSTAINABILITY IS CENTRAL TO BUSINESS DEVELOPMENT AND LONGTERM VALUE CREATION. INTEGRATING ENVIRONMENTAL, SOCIAL, AND GOVERNANCE CRITERIA INTO OUR DECISION-MAKING PROCESSES ALLOWS US TO MANAGE RISKS, STRENGTHEN THE GROUP'S RESILIENCE, IDENTIFY GROWTH OPPORTUNITIES, AND SUPPORT THE COUNTRY'S PRODUCTIVE TRANSFORMATION. THROUGH RESPONSIBLE CREDIT MANAGEMENT, FINANCIAL INCLUSION, TECHNOLOGICAL INNOVATION, AND A COMMITMENT TO PEOPLE AND COMMUNITIES, WE SEEK TO GENERATE ECONOMIC VALUE IN A WAY THAT IS CONSISTENT WITH THE SUSTAINABLE DEVELOPMENT OF ARGENTINA AND FUTURE GENERATIONS.

IN 2025, BANCO GALICIA CELEBRATED ITS 120TH ANNIVERSARY AND 25 YEARS SINCE GRUPO FINANCIERO GALICIA 'S LISTING ON THE NASDAQ, MILESTONES THAT REFLECT OUR ADAPTABILITY, RESILIENCE, AND SUSTAINED COMMITMENT TO THE COUNTRY'S DEVELOPMENT. TODAY, WE ARE THE LARGEST PRIVATE BANK IN ARGENTINA AND, TOGETHER WITH THE OTHER COMPANIES IN THE GROUP, THE MOST IMPORTANT FINANCIAL HOLDING COMPANY, WHICH ENTAILS GREATER RESPONSIBILITY AND A GREAT OPPORTUNITY TO CONTINUE CONTRIBUTING TO THE GROWTH AND WELL-BEING OF SOCIETY.

FINALLY, ON BEHALF OF THE BOARD OF DIRECTORS OF GRUPO GALICIA, I WOULD LIKE TO THANK OUR CLIENTS FOR THEIR TRUST, OUR EMPLOYEES FOR THEIR WORK AND DEDICATION, AND OUR SHAREHOLDERS FOR THEIR CONTINUED SUPPORT.

EDUARDO J. ESCASANY CHAIRMAN OF THE BOARD

GALICIA GROUP | INTEGRATED REPORT 2025 = 4

2-1, 2-2, 2-6 ⌂

‌WHO WE ARE

We are the leading financial services group in Argentina with over 120 years of experience and a team of people who work for millions of clients across the country.

Through our companies, we generate longterm sustainable value, offering savings, investment, credit, insurance, advice and digital solutions for individuals, businesses and organizations across the country.

Grupo Financiero Galicia SA is made up of Galicia1, Naranja X2, Galicia Seguros3, Fondos Fima4, Inviu5, Galicia Securities6, Galicia Ventures7, Galicia Capital8 and Galicia Warrants9; in turn, it has stakes in NERA10 and MODO11.

Each of these companies plays a strategic role within an integrated financial ecosystem that promotes innovation, inclusion, and sustainability. [+]

COUNTRY'S LEADING CREDIT CARD ISSUER

+8.9

MILLION CARDS ACTIVE CREDIT

LEADING FUND MANAGER IN THE MARKET

14.8%

MARKET SHARE OF MANAGED MUTUAL FUNDS

LEADING PRIVATE BANK IN THE MARKET

16.2%

MARKET SHARE IN DEPOSITS TO THE PRIVATE SECTOR

The largest financial group in the country

PROVIDES COMPREHENSIVE INSURANCE SOLUTIONS

2.7

MILLIONS OF POLICIES

OFFERS DIGITAL INVESTMENT SOLUTIONS

US$3,804

MILLIONS IN ASSETS UNDER MANAGEMENT

1. Banco de Galicia y de Buenos Aires S.A.

2. .Tarjetas Regionales S.A,

3. Sudamericana Holding S.A.

4. Galicia Asset Management S.A.U.

5. Igam LLC and Vestly Group Corp.

6. Galicia Securities S.A.U.

7. Galicia Ventures LP, Galicia Investments LLC and Galicia Ventures Corp.

8. Galicia Holdings US, Inc.

9. Galicia Warrants SA

10. Agri Tech Investment LLC

11. Play Digital S.A.

DEVELOPS STOCK BROKERAGE SERVICES

$82,175

MILLIONS IN REVENUE. COMPANY RECORD IN 6 YEARS.

PROMOTES INVESTMENT IN STARTUPS

6

NEW INVESTMENTS IN STARTUPS AND FOLLOW-ONS IN 2025

GALICIA GROUP | INTEGRATED REPORT 2025 = 5

2-1, 2-2, 2-6, 2-29

WHAT WE PRESENT

The 2025 Integrated Annual Report of Grupo Galicia comprehensively communicates our economic, social, environmental, and governance performance, reflecting how we create sustainable value through responsible, transparent, and innovative management. This report highlights key initiatives from Galicia, Naranja X , and Galicia Seguros, selected based on their relative share of business volume and their contribution to sustainable development.

This document not only serves as an accountability tool for all our stakeholders [+], but also as a platform to share news, initiatives, and our management activities for the year. Through this report, we reaffirm our commitment to transparency, ethics, active listening, and continuous improvement—pillars that strengthen trust and dialogue in building a more inclusive and sustainable future.

Our purpose of “improving the daily lives of more people” guides this exercise in responsible communication, which reflects progress and challenges that mark the path towards sustainable and long-term management.

In 2025, the Report incorporates international advancements that raise the bar for quality, comparability, and transparency in sustainability. We implemented the new thematic standards, GRI 102: Climate Change 2025 and GRI 103: Energy 2025, in line with the international evolution of corporate sustainability practices. Published in June 2025, these replace the previous GRI 305:

⌂

Emissions 2016 and GRI 302: Energy 2016, and mark a significant step forward in how we address environmental and climate management.

These standards, launched in 2025, demand greater transparency in the disclosure of climate impacts, energy management and mitigation strategies, and incorporate the just transition principle, which broadens the perspective beyond the carbon footprint to include the social and economic impacts associated with decarbonization.

This Report also adopts the Sustainability Accounting Standards Board (SASB) Standards, which enhance sector comparability and strengthen the disclosure of economic, social, and environmental indicators relevant to the financial sector, in line with international best practices in corporate reporting.It is also prepared in accordance with the GRI Standards (Global Reporting Initiative), Standards 2021, and with the guidelines of the International Integrated Reporting Framework ( Framework) of the IIRC and the United Nations Sustainable Development Goals (SDGs).

In parallel, we are making progress in the application of the International Sustainability and Climate Standards (IFRS S1 and IFRS S2), issued by the International Sustainability Standards Board (ISSB), which establish a global framework for the presentation of information on sustainability and climate risks, aimed at improving the consistency, reliability and comparability of reports worldwide.

2-6 ⌂

1905

1958

1977

1989

1999

2008

2020

TODAY

120 YEARS OF EVOLUTION, IMPACT AND TRANSFORMATION

In 2025, Banco Galicia, the Group's flagship company, celebrated its 120th anniversary. A century and two decades of accompanying Argentina's economic, social, and productive history. Since its founding in 1905, Galicia purpose has been to bridge the gap between people, businesses, and opportunities for development. That same purpose remains and guides the Bank's and the Group's business operations to improve the daily lives of more people throughout the country.

Throughout these years, Galicia has been part of Argentina's major transformation processes. It has been present during periods of expansion as well as periods of structural change, adapting to new economic, technological, and social realities. This capacity for evolution has been maintained without losing core attributes of its identity: a dedication to service, trust and close relationships with those who choose it, and a steadfast commitment to quality care.

Furthermore, these years also witnessed a significant internal transformation: from its headquarters in Buenos Aires to a national network, a constantly growing and evolving

team, and from paper-based processes to the development of a digital and multichannel system that propelled the Bank to become the largest financial platform in the country.

Always guided by the conviction that change is meaningful when it generates progress.

Thus, Galicia was built by generations of people who believed and continue to believe in the country. Today it is a leading bank in the region.

We celebrate these 120 years, looking ahead, honoring a journey that has brought us here and reaffirming our commitment to the future, to continue leading the evolution of finance in Argentina.

This anniversary comes at a historic moment: the integration of HSBC's local businesses into Grupo Galicia's operations. This acquisition marks the beginning of a new growth cycle and reaffirms our commitment to building a country with more opportunities.

2-6

ONE TEAM, ONE IDENTITY

On December 6, 2024, Grupo Galicia finalized the acquisition of all HSBC Argentina's operations: the bank, the mutual fund manager, and the retirement and life insurance companies. This acquisition, approved by the Central Bank of Argentina, added more than 595,000 customers, the talent of thousands of employees, and a network of over 100 branches to our ecosystem.

⌂

Today, Galicia is bigger, but above all, it's more Galicia. Because we continue to be that team that believes in the power of improving people's daily lives. With this integration, we achieve:

The operation was carried out with a strategic vision: to grow in scale, efficiency, and market share by integrating digital capabilities, customized solutions, and a value proposition that combines the best of two major institutions. Galicia Más, as the transition bank, was key to ensuring a seamless experience for new customers while the teams worked on a smooth technological and operational integration.

+5.2

MILLIONS

OF CUSTOMERS

316

BRANCHES

6,302

CONTRIBUTORS

14.3%

PARTICIPATION IN LOANS TO THE PRIVATE SECTOR

On June 23, 2025, after 15 months of collaborative work and prioritizing customer experience, Galicia Más was fully integrated into Galicia, Fondos FIMA, and Galicia Seguros. This marked the culmination of a process involving more than 30 teams, 2,500 tasks, and three preliminary trials. This milestone positions us as the largest private financial group in the country.

Beyond the numbers, what truly transforms us is the talent that has joined us for this new cycle. People with experience, commitment, and a dedication to service enrich our culture and help us get ever closer to our customers.

We became the largest financial platform in the country. And we did it with the conviction that, when it comes to transforming reality, there are no limits. Because in Galicia, we believe that more can always be achieved.

GALICIA GROUP | INTEGRATED REPORT 2025 = 8

2-23, 3-1, 3-2, 3-3

MATERIALITY PROCESS 2025

The materiality matrix is an essential exercise to ensure that our Integrated Report reflects the most relevant issues for the business and our stakeholders.

During 2025, we conducted a review and update of the materiality process carried out in 2024, with the aim of ensuring that the issues identified remain relevant to our key audiences and to the Group's strategy.

⌂

This review was developed in line with the new GRI Standards [+], the SASB Standards [+]and the International Sustainability and Climate Standards (IFRS S1 and IFRS S2) [+]issued by the ISSB, and the Sustainable Development Goals [+], thus reinforcing our commitment to transparency, comparability and continuous improvement in the disclosure of non-financial information.

In addition, this analysis was complemented by a survey of key stakeholders aimed at validating and prioritizing existing material issues according to their level of relevance in the current context.

STAGES OF THE MATERIALITY PROCESS

CONTEXT ANALYSIS AND IDENTIFICATION

REVIEW OF CURRENT MATERIAL ISSUES [+] AND ANALYSIS OF NEW GLOBAL AND REGULATORY TRENDS - SUCH AS CLIMATE CHANGE, FINANCIAL INCLUSION, DIGITALIZATION AND CORPORATE ETHICS

- AS WELL AS EMERGING RISKS AND OPPORTUNITIES LINKED TO THE BUSINESS AND RELATED TO OUR SUSTAINABILITY STRATEGY AND VALUE CREATION MODEL [+].

PRIORITIZATION SURVEY

WE CONDUCTED A SURVEY [+] TARGETING STAKEHOLDERS TO VALIDATE AND PRIORITIZE THE PREVIOUSLY IDENTIFIED MATERIAL ISSUES, CONSIDERING THEIR PERCEIVED IMPORTANCE AND POTENTIAL IMPACT ON SUSTAINABLE VALUE CREATION.

14,691 STAKEHOLDERS RESPONDED.

ASSESSMENT OF IMPACTS

WE EVALUATE THE IMPACTS, RISKS AND OPPORTUNITIES [+]; CLASSIFYING THEM AS POSITIVE AND NEGATIVE, REAL AND POTENTIAL, OF OUR ACTIVITIES, PRODUCTS AND SERVICES IN THE ECONOMIC, SOCIAL AND ENVIRONMENTAL DIMENSIONS, CONSIDERING THEIR SCOPE, SEVERITY AND POSSIBILITY OF MITIGATION.

VALIDATION INTERNAL

THE STRATEGIC MANAGEMENT AND SUSTAINABILITY TEAM REVIEWED THE RESULTS AND CONFIRMED THE RELEVANCE OF THE PRIORITIZED MATERIAL ISSUES, ENSURING ALIGNMENT WITH CORPORATE STRATEGY, LONG-TERM COMMITMENTS AND THE INTERNATIONAL REFERENCE FRAMEWORKS (GRI STANDARDS [+], SASB [+], IFRS S1/S2,ODS [+], IIRC).

DUAL MATERIALITY: ANALYSIS OF IMPACTS, RISKS AND OPPORTUNITIES [+]

THE DUAL MATERIALITY PROCESS ALLOWS US TO VIEW THINGS FROM TWO PERSPECTIVES: HOW WE IMPACT THE ENVIRONMENT AND HOW THE ENVIRONMENT IMPACTS OUR BUSINESS. THIS HOLISTIC VIEW STRENGTHENS OUR ABILITY TO GENERATE SUSTAINABLE VALUE AND LONG-TERM RESILIENCE, BASED ON OUR SUSTAINABILITY STRATEGY, THE MODEL

OF VALUE CREATION AND THE DEFINED MATERIAL ISSUES. IN 2025 WE WILL REVIEW OUR IMPACT AND RISK ANALYSIS. AND OPPORTUNITIES, AND WE UPDATE IT ACCORDINGLY

FROM THE CURRENT SITUATION AND THE GROUP'S CONTRIBUTION TO THE DIFFERENT ESG ASPECTS.

2-23, 2-28, 3-2, 3-3

⌂

ALLIANCES THAT DRIVE SUSTAINABLE DEVELOPMENT [+]

Through strategic alliances and collaborative spaces, we strengthen our participation in the local sustainability agenda and consolidate links with national and international leaders who accompany us on the path towards a more sustainable and innovative business model.

I WORK ON THE SUSTAINABLE FINANCE PROTOCOL FOR ARGENTINA

The Sustainable Finance Protocol is a voluntary agreement among 36 entities within the Argentine Financial System, representing approximately 93.9% of the lending market share, with four chambers of commerce acting as witnesses and IDB Invest as the promoting entity. Its objective is to facilitate and encourage participating entities to incorporate policies and standards related to environmental, social, and governance (ESG) criteria, through four defined strategies implemented by working groups. Galicia participates in the coordination committee and in each of the Protocol's working groups.

STRATEGIES

MILESTONES

FINANCIAL EDUCATION

Preparation of the First Consolidated Financial Education Report

SUSTAINABLE FINANCIAL PRODUCTS

Launch of a search engine for sustainable financial products

Institutionalization of Sustainability Policy

Development of sustainable financial products

Analysis of environmental and social risks, climate change and

Promotion of internal processes

CLIMATE CHANGE

Creation of a set of tools for calculating associated financed emissions

2-23, 2-25, 3-2, 3-3

HOW WE CREATE VALUE [+]

⌂

We are a relevant player that positively impacts customers, shareholders, employees, society and the environment, and we drive our management under a strategic vision that defines us:

To be the largest and most valuable financial platform in Argentina with a regional design, offering a distinctive customer experience and leading the industry in operational efficiency, with the best talent and contributing to the country's sustainable development.

We translate this vision into a Value Creation Model, aligned with the Integrated Capital Reporting methodology (IIRC), the United Nations Sustainable Development Goals (SDGs), and key international frameworks and guidelines. This Model connects material business issues, impacts, risks, and opportunities with the sustainability strategy and the 2025 Goals.

CORE OF THE SUSTAINABILITY STRATEGY

MODEL OF CREATION, CONSERVATION OR EROSION OF VALUE [+]

Leadership in Management

To contribute to sustainable development by strengthening the bond between community, customers and employees, through transparent and efficient management, positioning Grupo Galicia as a benchmark for best ESG practices.

CONTEXT

AND FINANCIAL CAPITAL

2025 GOALS

• ROE

• INTEGRITY PROGRAM

• RISK THRESHOLD

• STRATEGIC KPI RATING

  Sustainable Finance

  Design innovative and sustainable financial solutions with a focus on social development and the transition to a low-carbon economy.

  INTELLECTUAL AND INDUSTRIAL CAPITAL

• CUSTOMER EXPERIENCE (NPS)

• CUSTOMER GROWTH

• MARKET SHARE OF DEPOSITS AND LOANS

• SUSTAINABLE FINANCING

• CYBERSECURITY

  Diversity and Inclusion

  Develop inclusive diversity management, guaranteeing equal opportunities and promoting a culture of respect

  because of the differences.

  HUMAN CAPITAL

• INCLUSIVE DIVERSITY MANAGEMENT

• RETENTION OF CRITICAL TALENT

• LEVEL OF SATISFACTION OF CONTRIBUTOR (eNPS)

• ENGAGEMENT (CLIMATE)

  Local development

  To contribute to sustainable development by strengthening the bond between community, clients and employees, through transparent and efficient management, positioning Grupo Galicia as a benchmark for best ESG practices.

  Education and Financial Inclusion Promote inclusion through initiatives that strengthen the financial capabilities of society.

  SHARE CAPITAL SOCIAL CAPITAL

• MEASURING SOCIAL IMPACT

• SHOPPING PROMOTION RESPONSIBLE PARTIES

• FINANCIAL EDUCATION

• FINANCIAL INCLUSION

  Climate Action

  To move towards carbon neutrality through the mitigation and offsetting of our emissions.

  NATURAL CAPITAL

• CARBON FOOTPRINT MITIGATION

• ENERGY MANAGEMENT, INPUTS AND WASTE

• ENVIRONMENTAL RISK ANALYSIS AND SOCIAL

2

⌂

‌CORPORATE GOVERNANCE

UNDER PRINCIPLES OF INTEGRITY, RESPONSIBILITY AND TRANSPARENCY, THE GROUP'S CORPORATE GOVERNANCE ENSURES COMPLIANCE WITH THE STRATEGIC GOALS OF THE BUSINESS, PRESERVING THE

SUSTAINABILITY OF THE COMPANIES THAT COMPRISE IT, AND THE SUSTAINABLE DEVELOPMENT

OF THE COMMUNITIES AND PEOPLE WE IMPACT.

GALICIA GROUP | INTEGRATED REPORT 2025 = 12

⌂

2-9, 2-11, 2-12, 2-13, 2-23, 2-24, 405-1

SDG 5.5

CORPORATE GOVERNANCE

THE CORPORATE GOVERNANCE OF GRUPO GALICIA ENSURES ETHICAL, TRANSPARENT AND SOUND MANAGEMENT, AIMED AT LONG-TERM SUSTAINABLE VALUE CREATION FOR SHAREHOLDERS, CLIENTS, EMPLOYEES AND SOCIETY.

Our governance structure promotes responsible decision-making, regulatory compliance, and comprehensive risk management, aligning strategic business objectives with sustainability principles.

It is based on a culture of integrity and accountability, ensuring the independence and effectiveness of governing bodies and the active participation of specialized committees.

The Group is governed by a Board of Directors, its highest governing body, which meets at least once a month. Its understanding of the business and stakeholders is strengthened through committees and management teams dedicated to specific needs. In turn, the Corporate Management Committees and the Strategic Management team ensure the effective execution of the strategy, strengthening coordination across the Group’s companies.

As a company listed on the United States stock exchanges, Grupo Galicia complies with the Sarbanes-

Oxley (SOX)1, ensuring transparency, reliability

of financial information and effectiveness of internal controls.

We also adhere to the principles of good corporate governance established by the Corporate Governance Code2of the CNV, strengthening integrity, accountability and the protection of the interests of shareholders and other stakeholders.

GRUPO GALICIA DIRECTORY [+]

EDUARDO J. ESCASANY

PABLO GUTIÉRREZ

FEDERICO BRAUN

SILVESTRE VILA MORET

SEBASTIAN GUTIÉRREZ

THOMAS BRAUN

ALEJANDRO ASRIN

CLAUDIA ESTECHO

MIGUEL MAXWELL

SERGIO GRINENCO

ANA M. BERTOLINO

PEDRO A. RICHARDS

DANIEL LLAMBIAS

SUPERVISORY COMMITTEE [+]

ANTONIO ROBERTO GARCÉS

OMAR SEVERINI

JOSÉ LUIS GENTILE

FERNANDO NOETINGER

MARIA MATILDE HOENIG

MIGUEL NORBERTO ARMANDO

1 SOX aims to create a framework of transparency for the activities and financial reporting of companies listed on the New York Stock Exchange.

2 This Code incorporates guidelines for good corporate governance to give greater transparency to business management.

⌂

2-9, 2-10, 2-12, 2-13, 2-15, 2-16, 2-17, 2-18, 2-19, 2-20, 2-23, 2-24, 2-29, 3-3, 405-1

SDG 5.5, SDG 5.1, SDG 8.5

LEADERSHIP IN MANAGEMENT [+]

RESPONSIBILITIES

The Board of Directors is responsible for defining strategy, approving policies, monitoring economic, social, and environmental performance, and comprehensively managing the Group's risks.

It also conducts performance reviews and ensures the sustainability of the business.

ELECTION

The Group's Directors are nominated by the controlling group's shareholders and approved by the General Meeting. Selection criteria include diversity, independence, knowledge, track record, and experience in economic, environmental, and social matters.

SKILLS AND TRAINING

The members of the Management receive ongoing training and access to new knowledge on strategic issues for decision-making:

risks, sustainable finance, cybersecurity and regulations; and representation in forums and congresses.

INSTITUTIONAL PRESENCE

The Board actively participates in national

and international forums -public and private-strengthening its role in sustainable finance and

its contribution to sustainable development.

RELATIONSHIP WITH STAKEHOLDERS [+]

The Group's corporate governance maintains a link and communication with key stakeholders through strategic management, who reports on the results of communication channels and interactions with them through dialogue channels, online platforms, meetings, interviews, and social media.

ASSESSMENT

The performance evaluation of the Board of Directors is carried out by the Shareholders' Meeting, with the participation of the Supervisory Commission; under the guiding values of responsibility, transparency, respect and trust.

ETHICS AND CONFLICT OF INTEREST

The Board of Directors manages conflicts of interest by approving the Code of Ethics and supporting the Ethics Committee, which is responsible for monitoring its compliance.

The Audit Committee In turn intervenes, ensuring the timely disclosure of relevant information to the market.

REMUNERATION

Compensation is managed according to principles of fairness and meritocracy, within the framework of

current legislation. The Group's corporate governance ensures that compensation components are aligned with business objectives and ESG goals.

PERFORMANCE MONITORING

The Board monitors strategic financial and nonfinancial KPIs; and reviews risk indicators, audits, ESG goals and the sustainability plan.

2-9, 3-3, 405-1

SDG 5.1, SDG 5.5, SDG 8.5

STRATEGIC DIRECTION [+]

The Strategic Management team performs management functions focused on the Group's specific business plans and goals in a comprehensive and coordinated manner.

It also operates in compliance with corporate governance principles, under the supervision of the Boards of Directors, and the requirements established by the CNV's Corporate Governance Code, following best practices in the field.

Fabian Kon

CEO of Grupo Galicia

⌂

In August 2025, Fabián Kon stepped down from his role as CEO from Banco Galicia to continue exclusively as CEO of the Group, with the function of promoting synergies between the holding companies and consolidating a shared vision of long-term sustainable value creation.

Diego Rivas Pablo Caputto Gerónimo Fresco José Miguens

CEO Galicia CEO Naranja X CEO Galicia Seguros CEO Inviu

Effective September 1, 2025, Diego Rivas, after 30 years of experience at Galicia, was appointed as the new CEO. He leads the comprehensive management of Galicia, including the strategic direction of Fondos Fima and Galicia Securities, to ensure a comprehensive value proposition and compliance with institutional and regulatory responsibilities.

Design the strategy and define the objectives of the Naranja X ecosystem in order to develop an inclusive product and service proposal for the management of personal and business finances.

Implement the vision of Banca de Galicia Seguros, promoting agility and fostering digital transformation, in accordance with the Group's plans and with the aim of offering excellent service.

It drives Inviu's strategy to enable financial advisors to provide high-quality products using proprietary technology. Its management combines technology and trust to improve wealth management and quality of life in Latin America.

GALICIA GROUP | INTEGRATED REPORT 2025 = 15

⌂

2-9, 2-15, 2-19, 2-20

SDG 5.5

COMMITTEES [+]

WE HAVE COMMITTEES WHOSE OBJECTIVE IS TO ENSURE ADEQUATE CONTROL AND EFFICIENT AND EFFECTIVE MANAGEMENT. THESE COMMITTEES STRENGTHEN DECISION-MAKING AND ACCOUNTABILITY, REPORTING TO THE BOARD OF DIRECTORS THROUGH MINUTES, WORK PLANS, AND ASSOCIATED KPIS.

ETHICS, CONDUCT AND INTEGRITY COMMITTEE

NOMINATIONS AND REMUNERATION COMMITTEE4

EXECUTIVE COMMITTEE

COMMITTEE AUDIT5

COMMITTEE FOR THE INTEGRITY OF THE INFORMATION

Promote respect for the rules, the principles of good conduct and the Code of Ethics.

Facilitate the analysis and monitoring of corporate governance, succession, and compensation practices.

To contribute to the management of the Group's ordinary and routine business, allowing for the efficient fulfillment of the Board's mission.

Assist the Board of Directors in the supervision of financial statements, internal control and audit function of the Group and its subsidiaries.

To comply with the recommendations of the U.S. Sarbanes-Oxley Act (2002), as a company listed on the Nasdaq Capital Market.

CORPORATE MANAGEMENT COMMITTEES

As a result of the redesign of the structure, we created the Corporate Management Committees that report to the Executive Committee and are led by Senior Management,

Under the coordination of the CEO of Grupo Galicia, their function is the operational coordination of the Group's companies, strategic alignment, and collaboration between departments.

CFO Talent management Legal and Compliance Risk ESG Sustainability [+]

To guarantee the financial integrity, operational efficiency and overall financial performance of the companies of Grupo Galicia.

Ensuring the stability and continuity of the business by prioritizing the attraction, retention, development and mobility of Strategic Management and critical talents of Grupo Galicia.

Monitor and coordinate the management of the Group's exposure to legal risks, providing the Executive Committee and Senior Management with a strategic vision that facilitates decision-making and the assessment of legal and regulatory contingencies.

To assist the Board of Directors in fulfilling its supervisory responsibilities in relation to risk management and to support decisions related to the risk management of the Group and its subsidiaries.

Lead the development and implementation of the Group's sustainability strategy by aligning environmental, social and governance (ESG) objectives

in its financial activities and operations.

4. 40% of the Committee Directors are independent. Additionally, no member holds an executive position. No shareholder on this committee holds more than 5% of the share capital.

5. 67% of the Committee Directors are independent. Additionally, no member holds an executive position.

⌂

‌GALICIA

NARANJA X

GALICIA SEGUROS

FONDOS FIMA

GALICIA SECURITIES

INVIU

GALICIA VENTURES

2-9, 3-3, 405-1

SDG 5.1, SDG 5.5, SDG 8.5

DIRECTORIES OF OUR COMPANIES

The Boards of Directors are the highest governing bodies of each company within the Group. They are responsible for establishing the organizational structure, creating the Committees and Management positions they deem necessary to implement the defined strategy and achieve the proposed objectives.

Its members meet at defined intervals to approve budgets and strategic, investment and ESG management plans; and to monitor compliance with defined business goals, among other decisions.

⌂

3

‌COMPREHENSIVE RISK MANAGEMENT

WE MANAGE THE RISKS OF THE GRUPO GALICIA IN A COMPREHENSIVE MANNER, FOLLOWING INTERNATIONAL

BEST PRACTICES AND ENSURING ITS INDEPENDENCE FROM THE REST OF THE OPERATIONS; WE USE INNOVATIVE TOOLS AND SYSTEMS FOR THE DETECTION, MEASUREMENT, MONITORING AND MITIGATION OF EACH OF THE RISKS.

GALICIA GROUP | INTEGRATED REPORT 2025 = 18

2-25, 3-3

INTERNAL RISK CONTROL

Grupo Galicia understands comprehensive risk management as a key function both to achieve the strategic business objectives of the various companies that make it up and to ensure its solvency in the short, medium and long term.

The Group's Board of Directors guides comprehensive risk management in accordance with current regulations and shareholder objectives, ensuring ethical business practices and policies aligned with the highest global standards. The Risk Management Area, for its part, comprehensively manages the Group's exposures, applying international best practices. It reports directly to the General Management and maintains strict separation from business areas, utilizing advanced tools for the detection, measurement, monitoring, and mitigation of each risk.

⌂

CULTURE AND FRAMEWORK OF RISK APPETITE

Grupo Galicia has formalized a Risk appetite Framework, which reflects the functional and governance aspects for the declaration, communication, approval and monitoring of the Group's risk appetite.

Risk Appetite defines the level of risk the Group is willing to assume to execute its strategy and business plan. It is monitored using metrics with thresholds for each type of risk and is analyzed prospectively to align decisions and mitigate deviations.

WE EVALUATED 54 RISK METRICS FOR THE GROUP, MAINTAINING THAT 72% FIT WITHIN THE DEFINED RISK PROFILE AND WITHOUT PRESENTING SIGNIFICANT OR PERSISTENT DEVIATIONS.

RISK TAXONOMIES [+]

ENVIRONMENTAL AND SOCIAL RISK ANALYSIS

STRATEGIC

LAUNDERING OF ASSETS

Environmental and social risk analysis is linked to the management of indirect risks in financing processes. It involves evaluating potential environmental and social impacts related to investment projects.

To strengthen our environmental and social risk assessment, we are working on incorporating climate risks. These will allow us to identify and anticipate how climate change may impact our portfolio, whether through physical or transition risks.

OPERATIONAL

REPUTATIONAL AND ESG

FINANCIAL

AND SOLVENCY

CREDIT

TECHNOLOGICAL

COMPLIANCE

MODELS AND DATA

CYBERSECURITY

The risk of money laundering in a bank refers to the possibility that its products, services, or channels could be used to conceal or disguise the illicit origin of funds. When this occurs, the institution may face regulatory sanctions, financial losses, and reputational damage.

To manage this risk, we have a comprehensive framework of policies, procedures, and controls designed to ensure compliance with current regulations and locally and internationally recognized standards. [+]

GALICIA GROUP | INTEGRATED REPORT 2025 = 19

2-23, 2-25, 2-26, 2-27, 3-3, 205-2, 205-3, 406-1

SDG 5.1, SDG 8.8, SDG 16.5

ETHICS, TRANSPARENCY AND ANTI-CORRUPTION

We operate with integrity, regulatory compliance, and zero tolerance for bribery and corruption. We have policies, procedures, and controls that apply across the entire Group, overseen by the Board of Directors and specialist departments. As a financial services holding company listed on both Argentine and international stock exchanges, we strictly adhere to the guidelines and regulations issued by supervisory bodies.

As a publicly traded company in the United States, we certify our internal controls in accordance with Section 404 of the Sarbanes-Oxley Act (SOX), NASDAQ, BCRA, the Code of Banking Practices, and the Superintendency of Seguros, among others. Since 2002, we have strengthened our governance with the Information Integrity Committee, the Audit Committee, and

⌂

INTEGRITY PROGRAM

The Program defines the guiding principles, policies and procedures [+] that guide the actions of all employees, along with a comprehensive awareness plan consisting of training sessions and ongoing communications.

Its main components include the Code of Ethics; the Capital Markets Code of Ethics; the Third Party Code; the Conflict of Interest Policies; Gifts and Travel; the Workplace Violence and Harassment Protocol and the reporting channels.

an internal control architecture that is updated annually to maintain the effectiveness and reliability of our financial and non-financial information.

The year 2025 marked a turning point for the organization. The integration of Galicia Más into the businesses of Grupo Galicia not only merged two complementary cultures but also drove a structural transformation aimed at strengthening strategic capabilities. In this context, the Bank's Compliance Management underwent a comprehensive redesign that allowed it to strengthen its role within the control ecosystem and its contribution to the sustainable growth of the business.

IN 2025 WE CONSOLIDATED THE EXECUTION OF THE INTEGRITY PROGRAM FROM THE COMPLIANCE MANAGEMENT , THROUGH

A SPECIFIC PROJECT, AIMED AT STRENGTHENING ITS IMPLEMENTATION AND SCOPE, FROM WHICH THE FOLLOWING ACTIONS WERE CARRIED OUT.

Evaluation and update of the Integrity Program

We review the program annually and incorporate the Anti-Bribery and Corruption Policy.

96%

100%

OF THE GROUP'S EMPLOYEES RECEIVED ANTI-CORRUPTION COMMUNICATIONS.

GALICIA'S BUSINESS PARTNERS, NARANJA X AND GALICIA SEGUROS, RECEIVED ANTI-CORRUPTION COMMUNICATIONS.

100%

0

SOME MEMBERS OF THE GOVERNING BODY RECEIVED ANTI-CORRUPTION TRAINING

REPORTED CORRUPTION CASES

Periodic training

We provide training to employees, managers and third parties (e-learning, workshops, talks by area and internal communications).

Internal Audit

We verify the effectiveness of the program and document findings for continuous improvement.

Third-party due diligence

We evaluate suppliers, partners, and contractors, incorporating anti-corruption clauses into contracts.

Corruption risk assessment

We updated the risk map considering sector, country, clients, employees and third parties, with the participation of key areas.

Reporting channels and whistleblower protection

We operate the outsourced Ethics Hotline with KPMG, guaranteeing confidentiality and no retaliation, and we promoted its use.

Compliance Report

We issue periodic reports with progress, indicators and corrective actions, submitting them to Senior Management and the Board of Directors.

4 Grupo Galicia does not have operations in Burma (Myanmar), Cuba, Iran, Sudan, Syria and/or other countries where the Group has been involved in a controversy for operating in a country with human rights violations.

GALICIA GROUP | INTEGRATED REPORT 2025 = 20

2-16, 2-23, 2-25, 2-26, 2-27, 2-29, 3-3, 205-2, 205-3, 406-1

SDG 16.5

CODE OF ETHICS

Our Code of Ethics defines responsibilities, rules of conduct, and expected behavior.

It establishes the minimum standards of ethics, integrity, and transparency that the Group's Directors, executives, and employees, as well as those of its controlled companies, must meet. Furthermore, each company adopts practices, procedures, and policies that are equal to or more stringent than those in the Group's Code, in its own document, based on the risks of the business it conducts, reinforcing its commitment to responsible behavior and compliance with our Integrity Program.

Ethics hotline and communication channels at Grupo Galicia

We have an Ethics Hotline, managed by an independent third party (KPMG), which is confidential and can be anonymous if desired, allowing employees and suppliers to make complaints 24 hours a day, 365 days a year.

Therefore, the channels enabled by the Ethics Hotline for receiving information are:

MAIL WEB

eticagrupogalicia@kpmg.com.ar eticagrupogalicia.lineaseticas.com

POSTAL MAIL PHONE

⌂

PREVENTION OF MONEY LAUNDERING AND TERRORIST FINANCING (AML/CFT) [+]

We have policies and controls designed to ensure compliance with current legislation and best local and international practices. These measures allow us to prevent transactions linked to illicit funds, minimize reputational risk, identify and report suspicious transactions, verify customer identity through a robust KYC process (identification, account purpose, and knowledge of transactions), and ensure the confidentiality of analyses, reports, and document management in accordance with the requirements of the competent authorities.

During 2025 we are working on:

• Automation of controls achieving efficiency and time improvements within regulatory deadlines, with less friction for customers and business areas.

• Alert management, deeper analysis, better defined evaluation criteria, and standardized processes ensure consistent decisions aligned with best practices.

• Annual training sessions included in-person sessions for officers and three mandatory e-learning courses. 5,729 employees participated in the anti-money laundering training.

• Quarterly meetings of the AML/CFT Committee with monitoring of indicators and formalization of a new structure based on three verticals (High Risk Monitoring; Medium/Low Risk Monitoring; Governance and Compliance).

5 Messages only

Bouchard 710, 6th floor,

CP 1001, Buenos Aires, Argentina, addressed to “KPMG - Ethics Line Grupo Galicia”.

0800-122-5671

WHATSAPP 5

+54 9 11 4409 5782

PROTOCOL FOR ACTION IN CASES OF HARASSMENT OR WORKPLACE VIOLENCE

GALICIA HAS A PROTOCOL FOR ACTION IN CASES OF HARASSMENT AND WORKPLACE VIOLENCE, ALIGNED WITH THE CODE OF ETHICS, THE DIVERSITY AND INCLUSION POLICY, AND NATIONAL AND INTERNATIONAL HUMAN RIGHTS STANDARDS. THE PROTOCOL ESTABLISHES CLEAR

Complaint handling process [+]

The complaint handling process is governed by an Internal Protocol that guarantees transparency, confidentiality, efficiency, and impartiality at every stage. Complaints are managed through an external platform (KPMG platform), ensuring traceability and a single record of each case. An interdisciplinary investigative team (comprised of representatives from Compliance, People, Internal Audit, Cybersecurity and Fraud, Markets, and Legal) is formed to monitor the complaint. Finally, the findings and recommendations are submitted to the Conduct Committee, which is responsible for resolving the matter and defining the appropriate measures.

GUIDELINES FOR THE PREVENTION, DETECTION, AND HANDLING OF INAPPROPRIATE CONDUCT, PROMOTING SAFE, RESPECTFUL, AND VIOLENCE-FREE WORK ENVIRONMENTS, WITH A FOCUS ON GENDER AND DIVERSITY.

IT ALSO DEFINES PRINCIPLES OF ACTION, ASSISTANCE MECHANISMS AND FORMAL REPORTING CHANNELS, GUARANTEEING CONFIDENTIALITY, NON-REVICTIMIZATION AND DUE PROCESS.

FINES AND CLAIMS [+]

GALICIA GROUP | INTEGRATED REPORT 2025 = 21

⌂

4

‌GRUPO GALICIA OPERATING ENVIRONMENT

THE ECONOMIC CONTEXT IN WHICH WE OPERATE IS COMPLEX BOTH NATIONALLY AND INTERNATIONALLY. THEREFORE, WE CONTINUOUSLY MONITOR THE EVOLUTION OF VARIABLES THAT AFFECT THE BUSINESS,

TO DEFINE THEIR COURSE OF ACTION AND IDENTIFY POTENTIAL IMPACTS.

GALICIA GROUP | INTEGRATED REPORT 2025 = 22

THE ECONOMY [+]

35.6%

BADLAR RATE

31.5%

INFLATION

$1,459.42

EXCHANGE RATE

6.6%

UNEMPLOYMENT*

⌂

FISCAL FRONT [+]

INTEREST RATES [+]

THE INTERNATIONAL CONTEXT

During 2025, global markets experienced a broad-based rally despite volatility in the first half of the year. Uncertainty surrounding increased US tariffs triggered a sharp drop in stock prices in April, but slowing inflation allowed the Federal Reserve to cut rates starting in the third quarter. After three 25-basis-point cuts, the benchmark interest rate ended the year at 3.50%–3.75%. This context marked the end of the exclusive dominance of US assets: while the S&P 500 advanced 17.9%, emerging markets led the way with a 34.4% gain, driven by a 9.4% decline in the dollar. Looking ahead to 2026, investors are focusing on the dollar's performance, geopolitical conflicts, and global growth.

THE LOCAL FINANCIAL PLAN

In 2025, the government successfully refinanced most of its local currency debt and met its payments on foreign currency debt and obligations to international organizations. In the context of the midterm elections, sovereign bond volatility increased, reflected in a rise in country risk and greater demand for currency hedging.

Following the elections, interest rates compressed, and portfolio dollarization moderated.

ECONOMIC ACTIVITY

During the first nine months of 2025, Gross Domestic Product (GDP) accumulated a 5.2% increase compared to the same period in 2024, driven primarily by gross fixed investment (+23.6%), private consumption (+9.1%), exports (+6.8%), and public consumption (+0.4%). Imports increased by 33.6% during the period. According to the Monthly Economic Activity Estimator (EMAE), as of November 2025, economic activity had accumulated a 4.5% year-on-year increase.

UNEMPLOYMENT [+]

EXCHANGE RATE FRONT [+]

PRICES [+]

EXCHANGE RATES [+]

MONETARY PLAN [+]

IMF [+]

GALICIA GROUP | INTEGRATED REPORT 2025 = 23

THE FINANCIAL SYSTEM

COMPOSITION AND CURRENT EVENTS*

73

FINANCIAL INSTITUTIONS

SYSTEM EVOLUTION

At the close of 2025, the financial system showed strong growth in loans and deposits. Loans to the private sector reached $117.7 trillion, an 80.5% year-on-year increase, driven by consumer loans (+65.3%) and commercial loans (+45.8%). Total deposits amounted to $195.2 trillion, growing 45.3% year-on-year, with a notable increase in private sector deposits (+48.6%), both transactional and time deposits. Public sector deposits, meanwhile, reached $30,318,421 million, growing 29.6% year-on-year. Loans and deposits to the private sector represented 13.1% and 18.0% of GDP, respectively, levels lower than those of other countries in the region. Regarding interest rates, the average monthly interest rate (TAMAR) in pesos was 27.8% in December, rising to 31.56% in February. Finally, financial institutions slightly reduced their liquidity during 2025, with a ratio of 42.7%, 1.7 p.p. lower than in December 2024.

‌PERSPECTIVES, OPPORTUNITIES AND RISKS

RELATED TO ARGENTINA

In 2025, economic policy was shaped by the electoral calendar. While the first half of the year saw progress on the agreement with the IMF and on normalizing the exchange rate, the second half saw a pause in key reforms. The election results strengthened the government and gave it more leeway to resume its structural reform agenda.

⌂

14

PUBLIC BANKS

34

NATIONAL

CAPITAL

46

PRIVATE

BANKS

12

FOREIGN

CAPITAL

13

OTHER

INSTITUTIONS

Looking ahead to 2026, the government is expected to resume its macroeconomic and structural agenda, focusing on reserve accumulation, fiscal surplus, disinflation, and consolidating the economic recovery.

The Central Bank's ability to sustainably accumulate reserves will be crucial, potentially supported by unsterilized foreign currency purchases and a possible reopening of access to international markets.

In this context, sustained economic growth is expected, albeit uneven across sectors, driven by greater macroeconomic predictability, the recovery of investment and employment, and progress on reforms that reduce restrictions on investment and informality. In the medium term, export growth will remain a key pillar, for which improving competitiveness through lower logistics costs, better infrastructure, and a simpler regulatory framework will be crucial.

RELATED TO THE FINANCIAL SYSTEM

The Argentine financial system will continue to interact primarily with the private sector, providing short-term financing and deposits, while maintaining high levels of liquidity. In any case, banks are expected to continue posting positive real profits, allowing them to maintain capitalization levels above the minimum required. Current levels of loan loss coverage through accounting provisions constitute another strength of the financial system. Low leverage among businesses and households, compared to the region, demonstrates the potential of Argentine financial institutions.

Within this framework, Grupo Financiero Galicia (through Banco Galicia) will continue its objective of strengthening its market leadership. The quality of its products and services, provided to current and future clients, will remain the primary focus, along with the ongoing process of improving operational efficiency as a key factor in generating value for both clients and shareholders.

RELATED TO THE GRUPO GALICIA

We will continue to focus on consolidating our leading position in the financial market, prioritizing business profitability through expansion, acquiring new clients, and inorganic growth. The integration completed in 2025 resulted in a more robust and efficient structure, fostering synergies and greater operational scale.

These improvements strengthen the organization's ability to create sustainable value in a competitive and constantly evolving environment.

Grupo Galicia believes this strategy is only possible by providing a differentiated experience based on digital transformation, simplicity of approach, and personalized offerings—a key pillar for ensuring our customers continue to choose us. Based on these principles, we continue to drive various business lines, such as the MODO systemic payments platform, companies like Inviu and Nera, strategic mergers like Naranja X, and the expansion of our banking business.

*Information as of November 30, 2025. Latest information published by the BCRA.

GALICIA GROUP | INTEGRATED REPORT 2025 = 24

‌Galicia has always been there, accompanying us

in every stage of growth: from working capital lines to the construction of what is now the most important bodywork

⌂

5

FINANCIAL CAPITAL

factory in South America. WE DEVELOP OUR BUSINESSES

LEVERAGED ON PRODUCTIVITY

AND TRANSPARENCY IN

Lucas Petit

Business Director of the Prieto Business Group

ACCOUNTABILITY, TO CREATE PROFITABLE AND SUSTAINABLE VALUE OVER TIME, BOTH FOR SHAREHOLDERS AND FOR SOCIETY AS A WHOLE.

$7,307

BILLIONS IN REVENUE

$196,046

MILLIONS REINVESTED IN GRUPO GALICIA

47.5%

EFFICIENCY

GALICIA GROUP | INTEGRATED REPORT 2025 = 25

3-3, 201-1

SDG 8.2

ECONOMIC PERFORMANCE1

The following analysis is based on consolidated information, unless otherwise indicated. Our results are reported in accordance with the conceptual framework based on International Financial Reporting Standards (IFRS) established by the Central Bank of Argentina (BCRA).

NET ECONOMIC VALUE GENERATED2

⌂

GRUPO GALICIA3

DISTRIBUTED ECONOMIC VALUE REINVESTMENT IN

0.4%

ROA

EMPLOYEES AND DIRECTORS

1,237,580

17.2%

FINANCIAL MARGIN

GOVERNMENT 1,248,020

20.4%

SOLVENCY

2.5%

ROE

47.5%

EFFICIENCY

SOCIAL AND

6,924,902 ENVIRONMENTAL INVESTMENT

CLIENTS

AND FUNDING

6,997 196,046

3,877,496

4.9x

INDEBTEDNESS

SUPPLIERS 358,763

1 Figures expressed in millions of pesos to homogeneous currency

2 Net of operating costs

3 Also called Retained Economic Value, according to the GRI methodology

3-3 ⌂

RESULTS

CONSOLIDATED INCOME STATEMENTS

12/31/2025 12/31/2024

COMPANY RESULTS

3-3

ASSETS

ASSETS 12/31/2025 12/31/2024 % a/a

Cash and due from banks 9,367,223 ● 8,613,572 ● 9%

Debt securities 1,587,923 ● 1,984,609 ● (20%)

⌂

SHARE CAPITAL

Grupo Galicia is a company regulated by the General Corporations Law, as are its affiliated companies (except Galicia, Naranja Digital, and Galicia Seguros). Article 186 of said Law establishes the minimum capital requirement for a corporation. Decree 209/2024, which came into effect on February 29, 2024, set this amount at $30 million.

SHAREHOLDER STRUCTURE

Loans and other financing, net 23,376,063 ● 19,027,961 ● 23% Other financial assets 8,892,268 ● 10,474,278 ● (15%)

As of December 31, 2025, the share capital amounts to 1,606,253,729, which is fully subscribed and paid up. It consists of 281,221,650 Class "A" ordinary shares with a par value of $1 each and 5

Property, plant and equipment and intangible assets

1,576,848 ● 1,710,144 ● (8%)

votes per share, and 1,325,032,079 Class "B" ordinary shares with a par value of $1 each and 1 vote per share.

Other assets 978,819 ● 1,063,650 ● (8%)

ANALYSIS OF THE FINANCIAL PORTFOLIO QUALITY

12/31/2025

Grupo Galicia is controlled by EBA Holding, which owns 100% of the Class A shares, equivalent to 17.5% of the share capital and 51.5% of the votes.

As part of the purchase of HSBC's businesses in Argentina, on February 13, 2025, 17,740,028

Quality: Irregular portfolio / Financing to the private sector

8.2%

Class B ordinary shares were issued, with a nominal value of one peso (VN $1) each, with the right to one vote per share, allowing Grupo Galicia to pay and capitalize the credits in favor of HSBC for

Coverage: Provisions / Irregular portfolio 100.1%

the transaction price adjustment.

51%

35%

21%

22%

18%

19%

13%

11%

7%

4%

% of total capital % of total votes

FUNDING AND LIABILITIES

50%

40%

30%

20%

MARKET SHARE

12/31/2025

10%

Deposits to the private sector 17.7 %

0%

EBA Holding ADRs ANSES EBA Holding Shareholders Market

3-3

REGULATORY CAPITAL

Regarding regulatory capital, Galicia must comply with the provisions of the Central Bank of Argentina (BCRA). This regime, based on the Basel Committee methodology, establishes the minimum capital that a financial institution must maintain to cover the various risks inherent in its activity that are incorporated into its assets, primarily: credit risk, generated by exposure to both the private and public sectors; operational risk, generated by losses resulting from inadequate or flawed internal processes; and market risk, generated by positions in securities and foreign currency. The minimum capital requirement and its corresponding allocation are presented below.

⌂

GALICIA

25.2%

CAPITAL RATIO

REGULATORY CAPITAL

In millions of pesos in homogeneous currency and in accordance with the current standard of each fiscal year.

12.31.2025 12.31.2024

RATIOS %

12/31/2025 12/31/2024

Capital Ratio 25.2 % 18.5 %

Tier 1 capital ratio 25.1 % 18.2 %

Minimum capital requirement 207.0 % 126.5 %

Shareholders’ equity as % of the Assets of Grupo Galicia

16.4 % 20.3 %

CAPITAL LEVEL 1

(100% of the audited result)

+50% of the non-audited result

-Intangible assets

-Deferred tax assets)

CAPITAL LEVEL 2

(subordinated negotiable obligations)

INTEGRATION

GALICIA SEGUROS

Galicia Seguros must comply with the minimum capital requirements established by the National Superintendency of Seguros .

According to the regulations set by the regulatory body, insurance companies must demonstrate a minimum capital based on:

• The branch in which they operate;

• The premiums and surcharges issued and

• The claims or occurrences.

The minimum capital requirement is compared to the computable capital, which is calculated by deducting non-computable assets from net worth, such as deferred charges, outstanding capital contributions, the proposed distribution of profits, and excess investments in authorized instruments, among others. As of December 31, 2025, Galicia Seguros ' computable capital exceeded the minimum capital requirement of

$102,019 million by $234,160 million.

‌The operations of Comex makes them

with Galicia because they work very well. We also invest in FIMA and, ultimately, we concentrate everything in one place because it is convenient and reliable for us.

Beatriz Macaya

CEO of Thermomix Argentina and Uruguay

+15

MILLION CREDIT CARDS

14.3%

GALICIA MARKET SHARE IN LOANS TO THE PRIVATE SECTOR

2.7

MILLION GALICIA SEGUROS INSURANCE POLICIES

⌂

6

INDUSTRIAL AND INTELLECTUAL CAPITAL

WE DRIVE INNOVATIVE AND PERSONALIZED FINANCIAL SOLUTIONS TO IMPROVE OUR CUSTOMERS' DAILY LIVES. WE PUT THEM AT THE CENTER, LISTENING TO AND UNDERSTANDING THEIR NEEDS TO OFFER THEM A SIMPLE, PERSONALIZED, AND SECURE EXPERIENCE WITHIN A COMPREHENSIVE ECOSYSTEM.

GALICIA GROUP | INTEGRATED REPORT 2025 = 30

3-3, 203-1 ⌂

OUR BUSINESS MODEL

EXPERIENCES + HUMAN + SIMPLE + DYNAMIC

PILLARS OF OUR BUSINESS

Specialization focused on the customer to generate real value

Omnichannel value proposition

to provide 24/7 customer support

Data culture, AI and automation to transform processes

into simple experiences [+]

Open innovation to create synergies with the entrepreneurial

world, to overcome business challenges

We put people and businesses at the heart of our decisions. We create customized solutions that eliminate operational barriers: we simplify complexity, communicate transparently, and protect every transaction. We evolve our management based on user experience so that doing business with Grupo Galicia is always agile and efficient.

We integrate customer service across all touchpoints —app, web, branches and remote channels— to provide simple, friendly and available answers all day long, with seamless onboarding and migrations.

We are driving an intelligent data management architecture to redesign our operations, eliminating friction and ensuring a robust and scalable response that adapts our services in real time to the needs of each client.

We co-create solutions with partners and startups through various innovation and collaboration initiatives —with Galicia Ventures [+] as one of the main vehicles— to test, learn and scale proposals that generate real impact on customers and value chains.

+2000

AI PRODUCT LICENSES THAT ENSURE THE USE OF THE TECHNOLOGY IN SECURE ENVIRONMENTS

DATA, AI AND AUTOMATION

+3500

GITHUB COPILOT LICENSES FOR DEVELOPERS

+10

PRODUCTION CASES, WITH REAL USE AND METRICS

+8

DATA AND AI CASES ADOPTED BY BUSINESS TEAMS

Reading Platform

of documents

We process more than 10,000 critical documents (balance sheets, official letters and powers of attorney) monthly using AI. The platform automatically extracts and integrates data into our systems, eliminating manual data entry and streamlining processes the operational response in key processes.

Origination control

COMEX funds

We use AI to automatically analyze the source of funds and paying companies.

Through an intelligent control system, we accelerate approvals and optimize response times.

Copilot 365 for the

entire organization

We enable tools

AI in secure environments so that the entire organization can use it responsibly.

Fraud control in

companies

Through early detection algorithms, we are able to mitigate risks at the entrance from new companies to the ecosystem. This strategy helped prevent losses.

and detect fraudulent entities, ensuring a reliable operating environment for our clients.

2-6, 3-3 ⌂

CUSTOMER EXPERIENCE

WE TRANSFORM EVERY CONTACT INTO A DIFFERENTIAL EXPERIENCE THROUGH DIGITAL CHANNELS AND INTEGRATED, SIMPLE, AND EFFECTIVE SERVICE SPACES.

WE SEEK TO UNDERSTAND IN DEPTH WHAT INDIVIDUALS AND COMPANIES NEED IN ORDER TO ANTICIPATE, BE PRESENT IN THEIR KEY MOMENTS, AND BUILD BONDS OF TRUST THAT HELP US GROW TOGETHER.

OMNICHANNEL AND 24/7 SERVICE [+]

DIGITAL TRANSFORMATION AND AUTOMATION TO IMPROVE OUR CUSTOMERS DAILY LIVES.

We combine artificial intelligence and conversational self-service tools across our app, website, and WhatsApp, supported by expert teams in branches and remote support. Thanks to a unique knowledge base, we guarantee a unified, traceable, and personalized experience. Our approach allows every customer, regardless of their segment, to find tailored solutions through simple, consistent interactions adapted to their profile.

89% OF ACTIVE CUSTOMERS ACCESSED BANCO GALICIA'S DIGITAL CHANNELS MONTHLY

MEASUREMENT AND MANAGEMENT TO ENHANCE THE EXPERIENCE [+]

ACTIVE LISTENING AND CONSTANT IMPROVEMENT

We integrate the voice of the customer into an omnichannel ecosystem designed to transform measurement into action. At Grupo Galicia, the Net Promoter Score (NPS) is our strategic indicator: more than just a number, it's the thermometer of the health of our relationship with our customers and the engine that drives every improvement. Thanks to this metric, we identify immediate opportunities, optimize touchpoints, and close the communication loop with clear answers, ensuring a service that evolves with each interaction.

35.6%1

GALICIA

55.0%2

NARANJA X

52.9%3

GALICIA SEGUROS

COMPLAINT MANAGEMENT [+]

WE PRIORITIZE FIRST-CONTACT RESOLUTION THROUGH AUTOMATION TOOLS AND AN UP-TO-DATE KNOWLEDGE BASE, ELIMINATING RE-CONTACTS AND OPTIMIZING RESPONSE TIMES.

1 Linear average corresponding to the 12 segments of the bank. 2Average corresponding to the month of December 2025.

3Average corresponding to the year 2025.

3-3 ⌂

ASSISTED SERVICE [+]

432

BRANCHES

228

THOUSAND GALICIA PHONE INTERACTIONS PER MONTH, ON AVERAGE

161

THOUSAND DIGITAL INTERACTIONS PER MONTH, ON AVERAGE, ACROSS GALICIA CHAT, MAIL AND SOCIAL NETWORKS

117

MILLION AVERAGE LOGINS

270

MILLION AVERAGE LOGINS

6.9

MILLION AVERAGE LOGINS

SELF-SERVICE [+]

2,203

AUTOMATIC CHANNELS

1.4

MILLIONS OF CONVERSATIONS ON AVERAGE PER MONTH WITH NIXI

2.2

MILLION AVERAGE LOGINS PER MONTH TO GALICIA APP - OFFICE BANKING

2-6, 3-3

MARKET PRESENCE

CUSTOMER ECOSYSTEM [+]

⌂

NEW BUSINESS VERTICALS

5,216,740

GALICIA

+19% VS. 2024

9,530,102

NARANJA X

+18% VS. 2024

1,953,683

GALICIA SEGUROS

-7% VS. 2024

In an increasingly standardized industry, vertical integration allows Galicia to differentiate itself, add real value, and better understand each client. As new opportunities arise, this industry-specific approach enables the company to identify emerging businesses, strengthen value chains, and offer tailored solutions. A deep understanding of a production chain allows for better support and the generation of real impact.

Based on this premise, in 2025 Galicia expanded its model by opening new verticals, deepening its specialization by industry. Specialization provides focus, a broad understanding of the customer, and valuable conversations.Industry specialization was not a trend, but a strategic decision.

FINANCIAL INSTITUTIONS

INSTITUTIONAL

ENERGY AND MINING

This sector encompasses companies engaged in the exploration, extraction, and processing of natural resources, characterized by their long-term investment cycles and high capital intensity. Our strategy involves integrating ourselves throughout their value chain, positioning ourselves through strategic alliances with major players to reach their entire network of suppliers.

AUTOMOTIVE

It encompasses all players in the automotive ecosystem, from manufacturers and auto parts suppliers to dealerships and savings plan administrators. Our value proposition is based on financial and operational support through specific lines of credit for inventory, secured financing, and leasing.

SMEs

BUSINESS

SEGMENTS GALICIA

MASS CONSUMPTION

This segment comprises manufacturers, distributors, and large retailers specializing in fast-moving consumer goods. Our strategy is based on building a comprehensive vertical market designed to efficiently orchestrate collection and payment flows in a high-transaction environment.

AGRICULTURE

This segment includes agricultural producers and companies across the entire agribusiness chain. We support their development through a broad ecosystem of agile digital solutions for their daily operations throughout the different stages and seasonalities of their business.

PEOPLE

PLUS

MOVE

EMINENT

PUBLIC SECTOR

This segment includes the development of relationships with the National, Provincial and Municipal State, State companies, State universities and educational establishments, Savings Banks, schools and social welfare organizations that require financial tools for their management.

OTHER ACTIVITIES

Companies whose economic activity is not included in the defined strategic verticals.

´

2-6, 3-3

PRODUCTS AND SERVICES [+]

WE DEVELOP PRODUCTS AND SERVICES TO SUPPORT THE FINANCIAL DECISIONS OF INDIVIDUALS, BUSINESSES, SMES, AND LARGE CORPORATIONS AT EVERY STAGE OF THEIR LIVES AND BUSINESSES. THROUGH THE COMPANIES OF GRUPO GALICIA, WE PROVIDE SAVINGS AND INVESTMENT SOLUTIONS, CREDIT AND FINANCING, PAYMENT AND COLLECTION METHODS, AND INSURANCE, WITH AN INCREASINGLY DIGITAL, AGILE, AND SECURE APPROACH THAT FOSTERS GROWTH AND CONTRIBUTES TO CREATING SUSTAINABLE VALUE IN THE LONG TERM.

MORTGAGES LOANS: A COMPREHENSIVE, SIMPLE, AND TRANSPARENT EXPERIENCE

Galicia positioned itself as the leading private bank in UVA-Linked mortgage loans, transforming the product into a 100% digital and comprehensive experience. Through automated appraisals, the use of AI for credit analysis, and an exclusive portal for notaries, it simplified processes and guided people toward homeownership in an agile and transparent manner.

PLEDGE LOANS: A NEW, FAST, AND DIGITAL PRODUCT

1,415

NUMBER OF MORTGAGE LOANS GRANTED TO CLIENTS

14.3%

GALICIA MARKET SHARE’S IN LOANS TO THE PRIVATE SECTOR

17.8%

GALICIA MARKET SHARE

IN TOTAL FOREIGN TRADE VOLUME (COMEX)

⌂

MAKE YOUR MONEY GROW: PRODUCTS

11,835

LOANS GRANTED

$264

ONE BILLION IN LOANS GRANTED

4,028

THOUSANDS OF TRANSACTIONS WITH NARANJA X COLLECTION SOLUTIONS

IN DOLLARS

Leveraging the new market dynamics, the Group eliminated operational barriers to boost dollar savings through differentiated proposals:

In 2025, Galicia launched the Secured Loan for individuals to facilitate the purchase of new or used cars. It finances up to 80% of the value, allows combining income with another person, provides immediate approval, and offers up to 60 installments with a choice of due date.

"FRASCOS FIJOS”: DIGITAL SIMPLICITY FOR SAVING AND INVESTING

Naranja X continues to strengthen its savings product architecture by integrating the immediacy of short-term savings accounts with the stability of fixed-term savings accounts. This combination allows individuals to diversify their capital according to the term—from 7 to 180 days—and fosters an accessible and approachable investment culture. With adoption representing 50% of the point of sale, this tool reaffirms the company's commitment to transforming financial discipline into tangible and scalable results.

$16,110,586

MILLIONS PLACED IN JARS

5,377

THOUSANDS OF ACTIVE CLIENTS

WITH ACCESS TO NARANJA X INTEREST-BEARING ACCOUNTS

• Earn returns from the Galicia savings bank.

• Operate buying and selling from Monday to Monday from 4:00 am until 2:00 am the following day in Galicia.

• Operate buying and selling from Monday to Friday from 8:00 am to 10:00 pm at Naranja X

• Withdraw US dollar bills at +250 Galicia self-service terminals.

2-6, 3-3

68

MILLION TRANSACTIONS WERE CARRIED OUT IN FONDOS FIMA

$11,351

BILLION IN ASSET MANAGEMENT

⌂

FIMA PREMIUM FUND

It is the largest Money Market fund in the industry

21

MUTUAL FUNDS (FCI) MANAGED

SUSTAINABLE FUND [+]

19

EXTERNAL DISTRIBUTORS

1,159,536

GALICIA CLIENTS CHOOSE FONDOS FIMA

FONDOS FIMA: savings and investment that support our clients' goals

FIMA is Grupo Galicia's family of mutual funds, managed by Galicia Asset Management, which allows individuals to access the capital markets in a simple, diversified, and professional manner, according to their profile and investment horizon. The offering provides alternatives for managing liquidity and planning objectives, with a 100% digital experience integrated with the Bank's channels. FIMA simplifies the decision to save and invest, combining liquidity, diversification, and operational strength to support personal and business projects.

Today, FIMA manages 21 investment funds—2 money market funds, 13 fixed income funds, 3 equity funds, and 3 mixed income funds—operatable from Galicia or through 19 placement and distribution agents, expanding its reach and commercial presence. During 2025, the Money Market Fund in Dollars, FIMA Premium Dollars, was launched, and 4 Fixed Income funds from Galicia Mas were incorporated.

GALICIA GROUP | INTEGRATED REPORT 2025 = 36

2-6, 3-3 ⌂

NAVE: the platform that simplifies the daily operations of businesses

NAVE is Grupo Galicia's proposal, developed jointly by Galicia and Naranja X, to allow businesses to collect, control and boost their sales from a single location.

NAVE integrates QR codes, Nave Point terminals, payment links, and online payments into a single solution. Within this ecosystem, NAVE Point has become the most widely used payment method, accounting for 70% of the transaction volume.

The platform allows you to manage users and permissions, view and track all sales, manage chargebacks and disputes, and add management and control tools, combining agile self-management with personalized support throughout the country.

In 2025, NAVE incorporated new agile and flexible integrations, exclusive promotions, and lower-cost financing plans for SMEs, expanding its offering so that businesses can access more complete, competitive solutions tailored to their needs.

WITH A PROPOSAL THAT UNDERSTANDS EACH CLIENT'S BUSINESS AND SIMPLIFIES ITS DAILY MANAGEMENT, NAVE FREES UP TIME FOR BUSINESSES TO FOCUS ON WHAT IS MOST VALUABLE: THEIR CUSTOMERS.

61

THOUSAND SHOPS

USED NAVE AS A COLLECTION METHOD

$2,599

BILLION TOTAL VOLUME COLLECTED BY 2025

+8.3%

AVERAGE MONTHLY REAL GROWTH OF COLLECTIONS

91

MILLION TOTAL TRANSACTIONS IN 2025

39,761

ACTIVE TERMINALS

GALICIA GROUP | INTEGRATED REPORT 2025 = 37

2-6, 3-3 ⌂

‌MEXICO

Galicia Ventures: A bridge to the entrepreneurial ecosystem [+]

Galicia Ventures is the Grupo Galicia company that acts as a bridge between external innovation and its strategic investment. Its role is to connect us with the technological entrepreneurial ecosystem to accelerate transformation by incorporating external capabilities, new ways of solving problems, and growth opportunities.

Working with startups brings us closer to the forefront of innovation: we gain early insight into trends, emerging technologies, and models that solve challenges similar to our own. This knowledge translates into more informed decisions, partnership opportunities, and, where appropriate, the creation of scalable businesses within the Group.

COLOMBIA

OUR MODEL COMBINES CAPITAL INVESTMENT WITH KNOWLEDGE TRANSFER THROUGH THREE SELF-REINFORCING PILLARS:

• ECOSYSTEM INTELLIGENCE:

  WE SHARE INSIGHTS AND TRENDS TO HIGHLIGHT OPPORTUNITIES.

• INTERNAL STRATEGIC CONSULTING:

  WE ACT AS A DIGITAL “SPARRING PARTNER”, CHALLENGING AND ENHANCING BUSINESS STRATEGIES WITH AN EXTERNAL PERSPECTIVE.

• PARTNERSHIPS WITH STARTUPS:

WE CO-DESIGN PILOTS AND SCALE SOLUTIONS IN THE GROUP'S COMPANIES WHEN THEY DEMONSTRATE VALUE.

Countries where we access dealflow

Countries in which we have already made investments

WE HAVE A PRESENCE IN FOUR LATIN AMERICAN COUNTRIES AND A DEAL FLOW THAT REACHES MORE THAN FIVE COUNTRIES. WE ANALYZED 915 STARTUPS; 37 REACHED THE COMMITTEE STAGE AND 14 WERE APPROVED, WITH AN EXECUTION RATE OF 71% REFLECTED IN 10 ACTIVE INVESTMENTS. IN THIS WAY, WE TRANSFORMED OUR CONNECTION WITH THE ECOSYSTEM INTO CONCRETE COMPETITIVE ADVANTAGES FOR THE GROUP.

ARGENTINA

URUGUAY

GALICIA GROUP | INTEGRATED REPORT 2025 = 38

2-6, 3-3 ⌂

Nera: The digital ecosystem that connects finance with the future of agriculture.

Nera accelerates agricultural development by connecting producers, suppliers, and financial institutions on a 100% digital platform that centralizes credit alternatives, compares conditions, and allows users to simulate costs and payments to choose the most suitable solution for their production cycle.

In 2025, the platform expanded its offerings and capabilities. It incorporated bank loans to finance supplies, livestock, and machinery, adding Banco Santander as a new loan originator and investor.. Existing lines of credit were also strengthened: the Single Signature Loan, available in pesos and dollars for immediate access, and the Future Grain Loan, backed by forward contracts—open or fixed price—that allow payment with future production in terms aligned with the harvest.

As an innovation, Nera launched the Available Grain Credit, a financing option secured by grain already harvested and stored in silo bags. This product, developed in partnership with Banco Galicia and SiloReal, allows producers to obtain liquidity without selling their production and choose the optimal time to market it. SiloReal provides Remote and Recurring Verification (RRV) to securely digitize and validate agricultural assets.

To improve decision-making, the platform incorporated new tools: a deal finder, a line comparison tool, and a financial simulator, which display alternatives and payment scenarios in real time. On the provider side, it added segmentation of commercial terms and a credit evaluator that expands opportunities with clients and prospects.

2,910

REGISTERED SUPPLIERS

US$1,121

MILLION PLACED

6,008

FINANCED PRODUCERS

23,379

TRANSACTIONS

GALICIA GROUP | INTEGRATED REPORT 2025 = 39

2-6, 3-3 ⌂

SUSTAINABLE FINANCING [+]

WE RECOGNIZE THAT THE COMMITMENT OF THE FINANCIAL SYSTEM IS KEY TO ACCELERATING THE TRANSITION TO MORE INCLUSIVE, LOW-EMISSION ECONOMIES. WE PROMOTE POSITIVE SOCIO-ENVIRONMENTAL IMPACT THROUGH DIRECT AND INDIRECT FINANCING.

STRAIGHT

WE PROMOTE PROJECTS WITH ENVIRONMENTAL AND/OR SOCIAL IMPACT, ELIGIBLE ACCORDING TO THE GALICIA TAXONOMY.

INDIRECT

WE PROMOTE THE GROWTH OF SUSTAINABLE FINANCE THROUGH INVESTMENT SOLUTIONS THAT MOBILIZE CAPITAL TOWARDS IMPACT PROJECTS.

$143,415

MILLIONS OF DIRECT MONETARY VALUE OF PRODUCTS AND SERVICES DESIGNED TO PROVIDE A SOCIAL AND ENVIRONMENTAL BENEFIT

We once again received the GCBA social impact seal for our contribution to FONDES

$6,905

MILLIONS IN NET WORTH AT FIMA SUSTAINABLE ESG

US$156

MILLIONS OF INDIRECT MONETARY VALUE OF PRODUCTS AND SERVICES DESIGNED TO PROVIDE A SOCIAL AND ENVIRONMENTAL BENEFIT

Launch of the Sustainable Financing Line for SMEs with preferential rates.

Good Practices Program in the Agricultural Value Chain: Agreements with key players in the sector. Bayer Green Credit, Corteva, UPL.

$37,818,974,814 financed

FIMA Sustainable ESG: Investment in assets with ESG impact and with returns, in 2025, above comparable t+1 funds in risk and horizon – ranging from 3 to 14 percentage points

SVS Negotiable Obligations:

Structuring and placement of instruments issued by

organizations to finance projects with environmental and/or

social impact, under verifiable sustainability criteria

FONDES – Trust Fund

for the Development of the Social Economy:

Public-private fund of the GCBA that finances cooperatives, productive units and inclusive projects.

Financial inclusion:

Naranja X awarded

$1,188,413,000

in loans for 134,000 people without a credit history.

GALICIA GROUP | INTEGRATED REPORT 2025 = 40